Knowledge management in organizations: examining the interaction between technologies, techniques, and people
Argues that the knowledge management process can be categorized into knowledge creation, knowledge validation, knowledge presentation, knowledge distribution, and knowledge application activities. To capitalize on knowledge, an organization must be swift in balancing its knowledge management activit...
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| Published in | Journal of knowledge management Vol. 5; no. 1; pp. 68 - 75 |
|---|---|
| Main Author | |
| Format | Journal Article |
| Language | English |
| Published |
Kempston
MCB UP Ltd
01.03.2001
Emerald Group Publishing Limited |
| Subjects | |
| Online Access | Get full text |
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| Abstract | Argues that the knowledge management process can be categorized into knowledge creation, knowledge validation, knowledge presentation, knowledge distribution, and knowledge application activities. To capitalize on knowledge, an organization must be swift in balancing its knowledge management activities. In general, such a balancing act requires changes in organizational culture, technologies, and techniques. A number of organizations believe that by focusing exclusively on people, technologies, or techniques, they can manage knowledge. However, that exclusive focus on people, technologies, or techniques does not enable a firm to sustain its competitive advantages. It is, rather, the interaction between technology, techniques, and people that allow an organization to manage its knowledge effectively. By creating a nurturing and "learning-by-doing" kind of environment, an organization can sustain its competitive advantages. |
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| AbstractList | Argues that the knowledge management process can be categorized into knowledge creation, knowledge validation, knowledge presentation, knowledge distribution, and knowledge application activities. To capitalize on knowledge, an organization must be swift in balancing its knowledge management activities. In general, such a balancing act requires changes in organizational culture, technologies, and techniques. A number of organizations believe that by focusing exclusively on people, technologies, or techniques, they can manage knowledge. However, that exclusive focus on people, technologies, or techniques does not enable a firm to sustain its competitive advantages. It is, rather, the interaction between technology, techniques, and people that allow an organization to manage its knowledge effectively. By creating a nurturing and "learning-by-doing" kind of environment, an organization can sustain its competitive advantages. That the knowledge management process can be categorized into knowledge creation, knowledge validation, knowledge presentation, knowledge distribution, and knowledge application activities is argued. Argues that the knowledge management process can be categorized into knowledge creation, knowledge validation, knowledge presentation, knowledge distribution, and knowledge application activities. To capitalize on knowledge, an organization must be swift in balancing its knowledge management activities. In general, such a balancing act requires changes in organizational culture, technologies, and techniques. A number of organizations believe that by focusing exclusively on people, technologies, or techniques, they can manage knowledge. However, that exclusive focus on people, technologies, or techniques does not enable a firm to sustain its competitive advantages. It is, rather, the interaction between technology, techniques, and people that allow an organization to manage its knowledge effectively. By creating a nurturing and learningbydoing kind of environment, an organization can sustain its competitive advantages. |
| Author | Bhatt, Ganesh D |
| Author_xml | – sequence: 1 givenname: Ganesh D surname: Bhatt fullname: Bhatt, Ganesh D organization: Ganesh D. Bhatt is an Assistant Professor in the Department of Information Science and Systems, Morgan State University, Baltimore, Maryland, USA |
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